higher education strategic business plan 2017- 2019 · page 2 of 11 introduction the australian...

North Metropolitan TAFE

Higher Education

Strategic Business Plan 2017- 2019

July 2017

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Introduction

The Australian higher education landscape is being reconceptualised in response to the changing skills and knowledge requirements of the modern workforce. As industry and the labour market have demanded higher-level post-secondary qualifications, TAFE Institutes across Australia have moved into the higher education sector delivering high quality, industry focused and competitive higher education programs. In parallel, with more of the cost of tertiary education shifting to students/consumers, the universities have recognised the need to ensure that well educated graduates are immediately employable with work ready skills. To this end, they are increasingly integrating study and work experience in a systematic way through Work Integrated Learning (WIL) programs. As a result the once clear boundaries between Vocational Education and Training (VET) and Higher Education (HE) sectors are no longer well defined.

North Metropolitan TAFE (NMTAFE) is well positioned in the intersecting space of high level VET

and sub degree HE. The college has been delivering vocational education and training in Western

Australia for nearly 120 years. Training is characterised by strong links with industry and a focus

on workplace-specific skills and work ready graduates. As NMTAFE moves into its 3rd year of

higher education delivery the organisation has built strong capability, and continues to leverage

strengths in high level post-secondary industry relevant education and training.

NMTAFE offers 40% of WA’s publicly funded VET Diplomas and Advanced Diplomas and a small

suite of HE Diplomas and Associate Degrees which places the college in a unique market position.

The NMTAFE Higher Education Strategic Plan 2017- 2019 focuses the organisation on 5 key

priorities and outlines the strategies necessary to pursue our higher education programs and

organisational capability as a quality higher education provider. The Plan reflects integrity,

accountability, effectiveness and relevance.

The focus is on a participative student-centred learning experience; the objective is to ensure that

all students are given the best possible opportunity to attain their goals.

Emeritus Professor Bill Louden AM Governing Council Chair

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The College Vision

“Transforming lives; strengthening industry and community”

As an integral part of the WA TAFE sector, North Metropolitan TAFE will work collaboratively to

develop a student-centred culture, based on a sound quality framework and deliver positive

student outcomes. Staff will contribute their teaching, learning and administrative capabilities,

their passion for their industries and communities, their energy and integrity. (2017-2019 NMTAFE

Strategic Plan)

Our Higher Education Strategic Intent

NMTAFE is committed to higher education (HE) programs to Associate Degree level where they

complement existing vocational education and training options on offer by the College, and

provide a unique value to the diversity of products and services that enables the provision of a

skilled workforce to meet the economic and community needs of the State.

NMTAFE will deliver HE qualifications in line with the State’s strategic goals and in response to

economic and policy drivers. NMTAFE’s higher education goals complement and support its

training business and require close collaboration with all its stakeholders including universities,

HEP and TAFE college partners, industry and students.

To support both the efficiency and competitiveness of NMTAFE’s higher education programs, as a

commercial activity, the curriculum and delivery models will need to meet the needs of both the

local and international student markets and maintain financial viability. The delivery models will

need to be efficient, management overheads minimized, and, at the same time, there should be

no compromise to rigour, the student experience or academic integrity.

Going forward the College will expand its higher education delivery program, both in its own right

and on behalf of partner higher education providers.

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Our Higher Education Goals

Through its higher education programs, NMTAFE will:

• Enhance and expand higher education qualification opportunities to provide a quality student experience for domestic students in an applied vocational and industry based learning environment

• Respond to industry demand for higher AQF level entry qualifications • Address the increasing concern by industry and the community about the value of the

diploma and advanced diploma qualifications for entry-level employment, in favor of HE qualifications

• Provide diversity, access and equity for students at higher AQF levels who may not otherwise access HE qualifications

• Increase the range of course options for International students • Diversify the college qualification base and source of revenue • Improve articulation arrangements with Universities, particularly for students from low SES

backgrounds • Create streamlined pathways from secondary school through NMTAFE to University

Our Higher Education Guiding Principles

The following principles will guide the development of higher education offerings at NMTAFE. Proposed programs will:

Be aligned to areas in which NMTAFE has a strong VET program of delivery and significant capability

Provide evidence of student demand not met by current HE offerings in the region (unmet demand)

Ensure NMTAFE has the appropriate staff qualification levels, resources and commitment and support of academic staff

Demonstrate strong support from industry and/or community

Be supported by a compelling business case: including demonstrable benefits to students and industry

Provide students the best of both worlds: the theoretical side of a university qualification, with the applied learning style for which NMTAFE and VET are renowned

Be based on a financially sustainable curriculum and delivery model

NMTAFE will work in collaboration with its university and HEP partners to provide a range of HE qualifications. At the same time, as a HEP provider, the College will develop and pursue its own Higher Education qualifications.

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Our Higher Education Priorities

To increase opportunities for local and international students to access high quality, industry relevant higher education programs, NMTAFE Higher Education will:

1. Increase opportunities for students to access Higher Education Programs in line with

NMTAFE’s higher education guiding principles

2. Further consolidate NMTAFE’s Higher Education academic governance structure

3. Build NMTAFE’s reputation as a high quality Higher Education Provider both locally and

internationally

4. Extend and enhance NMTAFE’s Higher Education workforce capability

5. Review higher education program development, delivery and support models to ensure

future financial viability in an increasingly competitive market

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Priority # 1:

Increase opportunities for students to access Higher Education Programs in line with

NMTAFE’s higher education guiding principles.

Strategies

Outcomes/ Measures

1.1 Further develop and implement NMTAFE HE Business Case

template

Further develop and implement a comprehensive business case template for Higher Education course proposals which includes NMTAFE HE strategic direction, principles and guidelines.

NMTAFE Business case template developed and utilised by academic areas by October 2017.

1.2 Expand range of NMTAFE accredited HE courses

Investigate and develop an increased range of NMTAFE accredited Diploma and Associate Degrees higher education programs that:

Complement NMTAFE VET programs;

Address unmet local and international student demand;

Have strong industry/stakeholder support; and

Are financially sustainable.

Business cases for NMTAFE accredited HE programs investigated in the Health, Engineering, Business and Media areas by June 2018.

Accreditation of additional NMTAFE HE courses identified for development above by June 2019.

1.3 Expand range of NMTAFE HE partnership programs

Investigate and develop an increased range of HE partnership programs that:

Complement NMTAFE VET programs;

Address identified unmet local and international student demand;

Have strong industry/stakeholder support; and

Are financially sustainable.

Business cases for NMTAFE HE partnership programs investigated in the Health, Engineering, Business and Media areas by June 2018.

Partnership agreements for additional HE partnership programs identified above in place by August 2018 with delivery commencing Feb 2019.

1.4 Industry engagement to identify HE program opportunities

Leverage existing VET industry relationships to address industry needs through HE programs.

Formalised industry engagement strategy documented and operational by Dec 2017

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Priority # 2:

Further consolidate NMTAFE’s Higher Education academic governance structure.

Strategies

Outcomes/ Measures

2.1 Independent review of academic governance structure

Commission an independent review of NMTAFE’s academic governance structure and consider and action report recommendations.

Independent review completed by Dec 2017

Report recommendations considered and actions completed by June 2018.

2.2 Review higher education policies and procedures

Review and improve higher education policies and procedures in the context of:

Increasing numbers of NMTAFE HE programs and student enrolments;

Implementation of the new Student Management System on Jan 1 2018; and

Changes in the national and state regulatory frameworks.

Annual reviews completed by end of February each year

2.3 Review Higher Education & Pathways (central HE support)

structure and effectiveness

Review the effectiveness of the NMTAFE higher education central support function in terms of:

Access to curriculum expertise;

Appropriate levels of support and advice to Academic areas (Portfolios) both currently delivering HE programs and those developing proposals; and

Effective Academic governance and compliance with the HE standards.

Review 1 – report by June 2018

Review 2 – report by Dec 2019

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Priority # 3:

Build NMTAFE’s reputation as a high quality Higher Education Provider both locally

and internationally.

Strategies Outcomes/ Measures

3.1

Develop and implement a NMTAFE HE Marketing Plan

The marketing plan will:

Implement local and international promotional strategies;

Exploit the TAFEWA brand (locally and internationally); and

Effectively utilise TAFE International WA marketing infrastructure.

Comprehensive HE marketing plan developed by June 2018

Implementation of plan commence July 2018

3.2 Develop and implement a NMTAFE HE Pathways Strategy

Map common VET international and schools pathways against NMTAFE’s current and potential HE programs with a view to targeting promotional activities and guiding product/course development.

HE Pathways Strategy developed by August 2018.

3.3 Expand HE options for regional students

Explore partnership arrangements with regional TAFE colleges to increase opportunities for regional student participation in NMTAFE HE programs.

Discussions with regional colleges completed by April 2018 and partnership arrangements in place for 2019 academic year.

3.4 Increase the reputation of NMTAFE’s high quality HE programs

Ensure accurate information is available to promote NMTAFE’s HE programs effectively through:

College website;

HE Student participation in high profile industry, higher education sector competitions/ awards and events

NMTAFE’s HE alumni

Activities to commence immediately and to provide input into the development of the NMTAFE marketing plan.

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Priority # 3 (continued):

Build NMTAFE’s reputation as a high quality Higher Education Provider both locally

and internationally.


3.5 Expand HE options for students from diversity groups

With consultation and critical input from the Aboriginal, Employment, Education and Training Committee (AEETC) identify opportunities for pathways for Aboriginal & Torres Strait Islander students into current and potential HE programs

Understanding the importance of inclusive practices in training delivery, customer service and the physical environment, research and develop opportunities for people with disabilities

Discussions to commence immediately and to provide input into the development of the NMTAFE Marketing Plan

3.6 Student support and completion

In collaboration with the HE student cohort identify opportunities for participation in tuition and mentoring programs to improve learning outcomes

Provide evidence based frameworks for change and performance – both from a lecturing and student perspective

Continue to develop effective student support mechanisms

Internal benchmarking to be undertaken annually (eVALUATE)

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Priority # 4:

Extend and enhance NMTAFE’s Higher Education workforce capability.


4.1 Develop and implement a NMTAFE higher education workforce

plan

The Workforce Plan should ensure NMTAFE HE lecturers have the skills, knowledge and commitment require to deliver high quality HE programs. The workforce plan will address:

HE Academic leadership strategy

Recruitment, selection, progression

Monitoring HE staffing numbers

Reviewing HE HR policies including workload policy

Required qualifications, assessment of equivalence

Comprehensive HE workforce plan developed by Dec 2017 and implement commencing Jan 2018

4.2 Further develop and implement a HE Scholarship and

professional development plan

Extend NMTAFE’s current staff capability by developing and implementing an enhanced HE Scholarship and Professional development plan which will include strategies such as:

Leveraging academic staff networking opportunities with the TAFE HEP (Higher Education Provider) network

Professional development opportunities available through associations such as the Association for Tertiary Education Management (ATEM), LH Martin Institute

Further develop relationships with Teaching and Learning departments in local universities to share practice and benchmark

Staff participation in biannual HE seminar led by South Metropolitan TAFE Higher Education

Specific scholarship programs on HE curriculum development/assessment/WIL

Scholarly activities - benchmarking research outcomes at industry level

NMTAFE HE Scholarship and Professional Development Plan developed by June 2018

4.3 Develop and implement HE specific individual learning and

development plans for HE lecturers

As part of the HE workforce development plan, develop and implement individual learning and development plans for HE lecturers to ensure personal development and scholarly activity requirements are identified and completed.

Learning and Development Plan templates developed by Dec 2017 and implemented in 2018 academic yea

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Priority # 5:

Review higher education program development, delivery and support models to

ensure future financial viability in an increasingly competitive market.


5.1 Monitor Funding Sources

Monitor national and state government policy settings relating to student fees and income contingent loans to ensure that the NMTAFE current and potential HE programs maximise access to financial support for students and funding for NMTAFE

Explore alternative non-government HE funding support for students

Ongoing

5.2 Ensure Financial viability

Evaluate current HE program development, delivery and student support models to ensure future financial viability, academic quality and opportunities for students

Based on the outcomes of the evaluation of current models, develop HE business guidelines for:

HE partner selection and development of HE partnership programs

HE academic delivery models

HE product development models

HE financial models

Evaluation completed by April 2018

HE Business guidelines developed by July 2018

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